11. Value of developed and distributed software
solutions for business requirements
(including quality and time).
Productivity Output
In SW Development Input
Cost of created and distributed software
solutions trough people, services and other
resources needed.
12. „Do the right things.“
things.“
Effectiveness
Erfolg
Efficiency
„Do the things right“
right“
13. Business Models Time to market
Do the right things
Domain expertise Innovations Market knowledge
Coordination-
Coordination- & communication efforts
System cost Service Costs
Staff costs
Do the things right
Development efforts Maintanance efforts
14. Thesis:
Software development is a creative and
complex process. Effectiveness and efficiency
can not be optimized independently of each
other and the interactions are not detectable in
their entirety.
Effectiveness
Efficiency
15. Example 1 – Discovery Process
Balancing effectiveness vs. efficiency by having
a pre-phase finding out if our user like what we
pre-
plan to do
16. Example 2 - Staffing
Performance differences between mediocre
contributors and „artists“ can be huge.
artists“ huge.
In addition, working team patterns and team
addition,
productivity is another game to play.
play.
19. Reduce coordination and
communication efforts
Value adding efforts
to “the right things”
Reduce „Waste“
Waste“
(Efforts without value)
value)
20. 7 Types of Waste to avoid…
… and how to measure them…
Partially Done Work (Blocked Cards/Tickets/Stories)
Not used Documentation
Extra Features (Feature- / Module usage metrics)
Task Switching (Work In Progress)
Handoffs (Cycle Time)
Delays (Lead Time)
Defects (Failure Load, Code Metrics, Test
Coverage, Bugs per Line of Code, … )
21. Communication & coordination
efforts to avoid …
… are they measureable?…
Insufficent or excessive process / framework
Unclear or inadequate division of roles
and responsibilities
Too many dependencies of all kind
Performance to Commit / Deadlines
Productive Time
Throughput / Velocity (Variance)
22. Beware: Efficiency metrics can be
dysfunctional…
Assumed efficiency metrics
Working hours
Utilization
Lines of Code
Relative metrics & metric comparison
Velocity
Metrics as replacement for trust
All Metrics
23. Value adding efforts to increase…
Additonal Sold / used products
Milestone /Project KPIs
Team KPIs
User Impact Indicators
Customer Satisfaction
Net Promoter Score
Number of Customer Complaints / 1000 Customer
User Ratings
30. Visualization is a powerfull instrument
Inventory Started Designed Coded Complete
240
220
200
180
160
Story Points
140 Lead Time
120
100
80
60 WIP
40
20
0
*Example by David J. Anderson
32. Productivity metrics
can be dysfunctional.
Consider Used correctly as
Recognize
software feedback channel,
dependencies
development certain metrics could
between
as a creative provide important
effectiveness
and complex feedback. Coupling
and efficiency
process effectiveness and
efficiency metrics is
essential
33. Thank you
My Profile: http://www.xing.com/profile/Traian_Kaiser
Join our Group: http://www.xing.com/net/leansoftwaredevelopment/
34. CREDITS
• Slide 12: Graph deduced from „Projekteffizienz und Projekteffektivität“ from Dr. Dirk Olufs, Einführung in das
Projektmanagement, SS 2006, Block 1, Universität Siegen, Juni 2006
• Slide 15: http://www.flickr.com/photos/dunechaser/1721982928/in/photostream/
35. DISCLAIMER
This presentation was produced in April 2011 by XING AG (the "Company") solely for use as an information source for
potential business partners and is strictly confidential. It has been made available to you solely for your own information and
may not be copied, distributed or otherwise made available to any other person by any recipient. This presentation is not an
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herein shall form the basis of, or be relied on in connection with, any offer or commitment whatsoever.
The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the
future. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors nor any other person
makes any representation or warranty, express or implied as to, and no reliance should be placed on, the accuracy or
completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any
directors, officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directly or
indirectly, from any use of this presentation. The same applies to information contained in other material made available at
the presentation.
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